全球的經濟發展階段已進入知識經濟與服務經濟時代，在知識經濟與服務經濟的交錯發展下，服務業當中依賴專業知識或是特定技術或特定功能領域，並具有高附加價值之知識密集服務業，成為下一波的經濟成長動力。有鑑於知識是知識密集服務業創新的基本要素，知識密集服務業如何透過有效的知識管理提升組織知識的價值，進而不斷的產生創新性的產品或服務，以形成企業的競爭優勢，為企業在經營管理上的重要課題。
本研究將知識密集服務業之知識管理與服務創新模式相結合，探討當企業將知識管理作為策略性工具來實現服務創新的目標時，兩者之關聯性。同時，本研究並深入分析知識密集服務業之知識管理促動因子、知識管理活動以及服務創新的重要影響因素。本研究之研究對象是以一家在國內已推行知識管理多年，且服務創新相當成功的法律事務所作為代表性個案進行研究，並經由學理驗證得出以下研究結論：
在知識管理促動因子與知識管理之關聯性得出以下結論：
1.領導者的態度與明確的知識管理策略是知識管理成功的關鍵因素。
2.企業的團隊合作文化與信任文化越盛行，知識創造與擴散活動越容易進行。
3.資訊科技的選擇性導入，有助於提升組織知識吸收、蓄積與擴散的速度。
4.企業是否提供員工長期性的獎勵措施，會影響員工對知識吸收、創造與擴散活動的參與意願及貢獻程度。
在知識密集服務業之知識管理活動方面得出以下結論：
1.在知識密集服務業的公司，輸入及吸收外部知識是組織能持續進行知識創造的重要方式。
2.基於知識密集服務業之高專業性、高知識密集性的特性，人員的知識與技能是公司知識蓄積的主要載體。
3.知識密集服務業的公司採取以師徒制度為主，教育訓練為輔的人員訓練方式，對知識擴散活動有正面的影響。
在知識密集服務業之服務創新方面得出以下結論：
1.知識密集服務業的公司會根據市場變化與客戶需求來創新服務概念，以提升核心競爭力。
2.知識密集服務業之新客戶介面的重要創新因素，在於能依據實際及潛在客戶的需求特性，建立具有附加價值的服務平台，以提升顧客滿意度。
3.在知識密集服務業的公司，完善的人員教育訓練與人才培育是新服務傳遞系統的重要創新因素。
4.成功創新的知識密集服務業者，於新服務概念、新客戶介面、新服務傳遞系統三構面間的相互配合程度相當良好。
在知識密集服務業之知識管理與服務創新的關聯性得出以下結論：
1.知識密集服務業之知識吸收與創造活動，有助於加速新服務概念的形成。
2.知識密集服務業與客戶間的知識吸收與創造活動，有助於建構符合客戶需求之新客戶介面，並降低創新過程中不確定的風險。
3.知識密集服務業之知識蓄積與擴散活動，對新服務傳遞系統的進行有顯著的正面影響。
4.知識密集服務業將知識管理作為創新服務的策略性工具時，有助於加速實現服務創新的目標。 / In the 21st century, the world economy has two highly important developments: the rise of the service sectors and the growing role of knowledge. Especially, the service sectors have increased dramatically in recent years and they occupy a large share of the economy of advanced industrial societies. Among the service sectors, knowledge-intensive business services (KIBS) is strong momentum of the economic growth. As “knowledge” is a basic element of KIBS’s innovation, how to implement knowledge management effectively to enhance the value of organizational knowledge and make KIBS continually produce innovative products or services as well as create a competitive advantage is an important issue on business management for enterprises.
This research aims to combine knowledge management with service innovation and to analyze when KIBS firms adopt knowledge management as a strategy to achieve the objective of service innovation, the relationships between knowledge management and service innovation. This research also describes the issues of knowledge management enablers, knowledge management activities and service innovation implemented in KIBS firms. Additionally, this research, through a case study conducted on a successful law firm in Taiwan, further explored the relationships between knowledge management and service innovation. The conclusion of this research may include in four aspects:
1.The findings of the research regarding relationships between knowledge management enablers and knowledge management in KIBS are as follows:
(1)Leadership and clear knowledge management strategy are critical success factors in knowledge management.
(2)The more teamwork culture and trust culture existed in KIBS firms, the easier knowledge creation and diffusion activities implemented.
(3)Application of appropriate information technology in KIBS firms can enhance the speed of organizational knowledge absorption, accumulation and diffusion.
(4)Whether enterprises can offer long-tem incentives to employees will affect employees’ participation willingness and contribution degree for knowledge absorption, creation and diffusion activities thereof.
2.The findings of the research regarding knowledge management activities in KIBS are as follows:
(1)In KIBS firms, input and absorb knowledge from external sources is an important manner of continually facilitating knowledge creation.
(2)Based on KIBS’s characteristics of high professional and high knowledge-intensive, personnel’s knowledge and skills are main carriers of knowledge accumulation in KIBS firms.
(3)In KIBS firms, adoption of “mentoring-based, education and training-supplemented” as staff training methods will make positive impact on knowledge diffusion activities.
3.The findings of the research regarding service innovation in KIBS are as follows:
(1)To enhance the core competitiveness, KIBS firms will create “new service concept” in accordance with market changes and customers’ needs.
(2)In KIBS firms, a critical innovation factor of “new client interface” is whether they can build a value-added service platform in accordance with actual and potential customers’ needs so as to enhance customer satisfaction.
(3)Successful education and training on employees is a critical innovation factor of “new services delivery system” in KIBS firms.
(4)In successful KIBS firms, organizational interaction and coordination between “new service concept”, “new customer interface” and “new service delivery system” would be excellent.
4.The findings of the research regarding relationships between knowledge management and service innovation in KIBS are as follows:
(1)In KIBS firms, through knowledge absorption and creation activities, it can speed up the formation of “new service concept”.
(2)Through Knowledge absorption and creation activities between KIBS firms and their clients, it can assist KIBS firms in building “new client interface” and reducing potential risk in the innovation process.
(3)In KIBS firms, knowledge accumulation and diffusion activities may make a significant positive impact on “new service delivery system”.
(4)When KIBS firms adopt knowledge management as a strategy to innovate services, it can speed up to achieve the objective of service innovation.
| Identifer | oai:union.ndltd.org:CHENGCHI/G0096380071 |
| Creators | 洪鳳儀, Hung, Feng Yi |
| Publisher | 國立政治大學 |
| Source Sets | National Chengchi University Libraries |
| Language | 中文 |
| Detected Language | English |
| Type | text |
| Rights | Copyright © nccu library on behalf of the copyright holders |
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